Picking the right business model
Leigh Marriner
Added Value Cheskin
July, 2013
ConfidentialJuly 24, 2013 1
How to analyze a business model
Business
Model
Product/
service
offering
Revenue
model
Cost mo...
ConfidentialJuly 24, 2013 2
What is tricky about changing your business model?
Convincing the
organization that
fundamenta...
ConfidentialJuly 24, 2013 3
Razer and gaming mice
Business
Model
Product/
service
offering
Revenue
model
Cost model
Organi...
ConfidentialJuly 24, 2013 4
Google and big data testing of new ideas
Business
Model
Product/
service
offering
Revenue
mode...
ConfidentialJuly 24, 2013 5
Lyft and taxis
Business
Model
Product/
service
offering
Revenue
model
Cost model
Organization
...
ConfidentialJuly 24, 2013 6
Zipcar and auto rentals
Business
Model
Product/
service
offering
Revenue
model
Cost model
Orga...
Now, how can you grow your business?
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Picking the right business model

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Speaking proposal by Leigh Marriner, Director Business Consulting Added Value.

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Picking the right business model

  1. 1. Picking the right business model Leigh Marriner Added Value Cheskin July, 2013
  2. 2. ConfidentialJuly 24, 2013 1 How to analyze a business model Business Model Product/ service offering Revenue model Cost model Organization Value chain Target segment(s) ValuepropositionOperations Who pays us? What do our costs depend on? How does the way we are organized affect what we can do? How do we work with external firms? What particular capabilities do we have? Who are our target(s)? What are we offering? What channels do we use? What customer needs do we satisfy?
  3. 3. ConfidentialJuly 24, 2013 2 What is tricky about changing your business model? Convincing the organization that fundamental change is needed  CEO setting bold ambition for growth  Commitment to do whatever it takes  Communication with leadership team and board before starting Coming up with breakthrough ideas (vs. old favorites)  Ensure engagement across entire team  Ideate together to uncover new ideas  Focus on creative exercises to uncover bold ideas Mobilizing the right team for the project  Bring in champions and naysayers  Highlight any overlap with other initiatives and include reps in leadership team  Put other initiatives on hold until fundamental redesign is ready Key challenges Key success factors
  4. 4. ConfidentialJuly 24, 2013 3 Razer and gaming mice Business Model Product/ service offering Revenue model Cost model Organization Value chain Target segment(s) ValuepropositionOperations Who are our target(s)? What channels do we use? Razer was founded by a couple of gamers with clear positioning − to be the world's greatest gaming brand.  Logitech was the industry leader in mice, and is now #2.  Razer played up its gamer origins –” We are the same gamers who are told by the suits that we need adult supervision.”  Built volume based on w-o-m rather than distribution muscle and ads.
  5. 5. ConfidentialJuly 24, 2013 4 Google and big data testing of new ideas Business Model Product/ service offering Revenue model Cost model Organization Value chain Target segment(s) ValuepropositionOperations What do our costs depend on? How does the way we are organized affect what we can do? What particular capabilities do we have? What are we offering? What customer needs do we satisfy? By testing new concepts by watching how customers actually used them, Google totally disrupted the traditional business model.  Google spent very little on market research. They were able to use their own capabilities to get better feedback on concepts.  Being a flat organization, small groups could test ideas w/o a long approval process.  Competitors were much slower.
  6. 6. ConfidentialJuly 24, 2013 5 Lyft and taxis Business Model Product/ service offering Revenue model Cost model Organization Value chain Target segment(s) ValuepropositionOperations What do our costs depend on? Who are our target(s)? What are we offering? What channels do we use? Lyft upset the traditional taxi business model by offering a revenue source to car owners.  Lyft had no car or driver expenses.  All pickup requests were online, matching the preferences of its target younger audience.  They offer a much more friendly, personal service.
  7. 7. ConfidentialJuly 24, 2013 6 Zipcar and auto rentals Business Model Product/ service offering Revenue model Cost model Organization Value chain Target segment(s) ValuepropositionOperations Who are our target(s)? What are we offering? What channels do we use? Zipcar positions itself as a car sharing service, rather than car rental.  It is targeted to a younger demographic, which don’t qualify for car rentals.  It rents by the hour or day.  It appeals to those who want to consume less of the planet’s resources.
  8. 8. Now, how can you grow your business?
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